4 ms·
The topic is kind of broad but to focus on standups, I have a couple of firm beliefs: - Standups don't need to be daily - it's too much. Twice a week is okay (
by superbcarrot 6y ago
The topic is kind of broad but to focus on standups, I have a couple of firm beliefs:
- Standups don't need to be daily - it's too much. Twice a week is okay (this can be adjusted depending on team/product dynamics).
- They shouldn't consist of everyone telling everyone else what they're working on. This practice is boring and useless to anyone who is present. (If you want to check what I'm working on, log into the issue tracking system and look at the tickets against my name.) Instead, standups should focus on pieces of work that need to be delivered or that need to change status.
- res0nat0r 6y agoI've been at jobs now for ~7 years and subjected to this. Everyone has to list what they're working on, everyone else ignores what is being listed/talked about until it is their turn and I feel like I'm repeating myself 10x a day. It sucks.
- tanseydavid 6y agoThis is the most common example of the Cargo Cult version of Agile/Scrum.
- loopz 6y agoI've seen project managers lead cross-functional scrum/agile teams, making people listen to eachother so that each team is in sync and productive. But this was their personal understanding, and was then removed to pave way for the mandated certified "Agile" methodologies and rituals (=WaterScrumFall). So whatever was learned, gets lost in the next turn of the wheel, inevitably. What people miss in their accounts is that any success or learning is temporary, and in the organisational space, change is inevitable rendering all and any accomplishments transient.
- rkv 6y ago> They shouldn't consist of everyone telling everyone else what they're working on. It's a common habit people fall into when transitioning to scrum. An experienced scrum master should never let this happen though.